Loading...
2 results
Search Results
Now showing 1 - 2 of 2
- Exploring the prospects for adaptive governance in marine transboundary conservation in East AfricaPublication . Tuda, Arthur; Kark, Salit; Newton, AliceThis article explores the prospects for adaptive governance in a proposed marine transboundary conservation initiative in East Africa. Adaptive governance that involves interdependent state and non-state actors learning and taking action on joint environmental problems is suggested for effective transboundary resource governance. Using the concept of adaptive co-management, the current multi-stakeholder marine governance systems in southern Kenya and northern Tanzania are compared to illuminate opportunities and constraints for adaptive marine transboundary conservation governance between Kenya and Tanzania. The concept of networks and the formal method of social network analysis (SNA) are applied as the main methodological device. Using questionnaire and semi-structured interviews, social network data of 70 organizations (local resources users, government agencies and NGOs) was generated from Kenya (n = 33) and Tanzania (n = 37). Results show the existence of strong collaboration networks for marine resource governance in both Kenya and Tanzania. Social proximity is the common driver of network formation. Collaboration networks in Kenya and Tanzania have contributed to enhanced learning among marine resource managers. Conclusions point to the need to focus on common challenges relating to low levels of rule-compliance, limited access to information on the state of resources and poor integration of science into marine management decisions. Finally, differences in views regarding the state of marine ecosystems need to be addressed to improve prospects for joint problem-solving in marine transboundary conservation.
- Institutions and adaptive capacity for marine biodiversity conservationPublication . Tuda, Arthur; Machumu, Milali ErnestMarine protected areas (MPAs) remain central to the conservation of marine biodiversity, but enhancing their resilience under climate change require that organizations managing them are able to adapt. Social factors like institutions can affect organizational capacities to adapt to climate change. Yet our knowledge about how different institutional designs for protected areas affect management adaptive capacity is limited. We address this gap by comparing how two models of MPA governance - centralized and collaborative (co-management) - influence the adaptive capacities of public organizations managing MPAs in East Africa. Social network analysis is used to examine external relations of MPA organizations which are interpreted through the lens of social capital theory to explain the acquisition of information and knowledge that support adaptive capacity. We find differences in the ways focal MPA organizations in the centralized and co-managed MPA systems are connected to their external partners. In the centralized system, the focal MPA organization operates in a less connected network rich in opportunities to bridge disconnected groups that can be a source of novel and diverse information. Conversely, the focal MPA organization in the co-managed system operates in a dense network of interconnected organizations that are likely to have similar information, therefore providing redundant information benefits. The composition of partners around focal MPA organizations which determines information quality is not affected by MPA governance context. We conclude that institutional context affects the relational dimensions of adaptive capacity, by giving greater or fewer opportunities for the development of either bridging or bonding social capital.